The Experts below are selected from a list of 7344 Experts worldwide ranked by ideXlab platform
Biswajit Nag - One of the best experts on this subject based on the ideXlab platform.
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Social Capital: The Innovation Culture
Business Innovation and ICT Strategies, 2019Co-Authors: Sriram Birudavolu, Biswajit NagAbstract:The chapter deals with how to set about an innovation culture in an organization. It explores some of the key components for an innovation social capital in an organization, such as ambidextrous thinking and intrapreneurship (which includes Customer Centricity). It also takes a close look at other important factors such as mastering complexity, using data, securing innovations, resource utilization, and so on.
Sriram Birudavolu - One of the best experts on this subject based on the ideXlab platform.
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Social Capital: The Innovation Culture
Business Innovation and ICT Strategies, 2019Co-Authors: Sriram Birudavolu, Biswajit NagAbstract:The chapter deals with how to set about an innovation culture in an organization. It explores some of the key components for an innovation social capital in an organization, such as ambidextrous thinking and intrapreneurship (which includes Customer Centricity). It also takes a close look at other important factors such as mastering complexity, using data, securing innovations, resource utilization, and so on.
Christoph Senn - One of the best experts on this subject based on the ideXlab platform.
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Customer-Centricity in the Executive Suite: A Taxonomy of Top-Management–Customer Interaction Roles
Strategy and Communication for Innovation, 2017Co-Authors: Noel Capon, Christoph SennAbstract:The quest for Customer-Centricity drives top-management relationships with Customers in business-to-business (B2B) markets. But the impact of executive engagement varies greatly across supplier–Customer relationships. Based on exploratory field research, this paper develops a taxonomy of top-management–Customer interaction roles. We also provide suggestions for leveraging senior executives for both supplier and Customer benefit.
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Customer Centricity in the executive suite a taxonomy of top management Customer interaction roles
2017Co-Authors: Noel Capon, Christoph SennAbstract:The quest for Customer-Centricity drives top-management relationships with Customers in business-to-business (B2B) markets. But the impact of executive engagement varies greatly across supplier–Customer relationships. Based on exploratory field research, this paper develops a taxonomy of top-management–Customer interaction roles. We also provide suggestions for leveraging senior executives for both supplier and Customer benefit.
Svetlana V. Maltseva - One of the best experts on this subject based on the ideXlab platform.
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ICEBE - An Evolutionary Model of a Textured State Space Environment for Monitoring of Mobile-Only Customer-centric Social Networks
2014 IEEE 11th International Conference on e-Business Engineering, 2014Co-Authors: Olga A. Tsukanova, Kun Hou, Anastasiya Semenova, Svetlana V. MaltsevaAbstract:A strategy of "Customer-Centricity" as well as topical models of Customer-centric companies is described. Propositions of effective social network (SN) technology application for various business aspects in such companies are suggested. Recommendations for theoretical description, analysis, modeling of Customer-centric SN and also for their monitoring with the aim of qualitative development are given. A case study of the We Chat mobile application is presented.
Angeline Atieno Oyomo - One of the best experts on this subject based on the ideXlab platform.
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Customer Centricity & Competitive Intelligence Performance in the Insurance Industry in Western Kenya, East Africa
European Journal of Business and Management, 2019Co-Authors: Angeline Atieno OyomoAbstract:Globally, inability to analyze information, to see past Customer life cycle disruptions and dispassionately interpret events to anticipate competition threatens performance in the insurance industry. Organizations fail to respond and offer solutions desired by their Customers, instead sticking to their traditional products not highly of Customer choice. It was against this gap that this paper discussed Customer Centricity and its influence on competitive intelligence in Insurance Firms in Kenya. The objectives of this study were to determine effects of Customer Centricity on Competitive Intelligence of insurance firms in Kenya; to investigate whether Customer Life Cycle practices employed by insurance firms have effects on Competitive Intelligence; to assess whether the Customer Value practices affect Competitive Intelligence of insurance firms and establish the effects of Customer Experience on Competitive Intelligence of insurance firms in Eldoret Town in Kenya, East Africa. A mixed method design was used to study 250 selected from 600 employees of insurance firms in Eldoret. A semi-structured questionnaire and an interview guide were used to collect data. Data were analyzed using selected descriptive and inferential statistics The results of applying Spearman and Friedman tests showed that Customer Centricity and its dimensions significantly affected competitive intelligence, with Customer life as the most important, indicated by the Entropy technique. Customer experience emerged top when the Binomial test was applied. A recommendation is made that Managers in the insurance industry embrace all dimensions of Customer Centricity, especially the dimension of Customer life cycles, in order to improve their competitive intelligence. Keywords : Customer Centricity, Competitive Intelligence, Customer Life Cycle, Customer Value, Customer Experience DOI : 10.7176/EJBM/11-10-07 Publication date : April 30 th 2019
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Customer Centricity competitive intelligence performance in the insurance industry in western kenya east africa
European Journal of Business and Management, 2019Co-Authors: Angeline Atieno OyomoAbstract:Globally, inability to analyze information, to see past Customer life cycle disruptions and dispassionately interpret events to anticipate competition threatens performance in the insurance industry. Organizations fail to respond and offer solutions desired by their Customers, instead sticking to their traditional products not highly of Customer choice. It was against this gap that this paper discussed Customer Centricity and its influence on competitive intelligence in Insurance Firms in Kenya. The objectives of this study were to determine effects of Customer Centricity on Competitive Intelligence of insurance firms in Kenya; to investigate whether Customer Life Cycle practices employed by insurance firms have effects on Competitive Intelligence; to assess whether the Customer Value practices affect Competitive Intelligence of insurance firms and establish the effects of Customer Experience on Competitive Intelligence of insurance firms in Eldoret Town in Kenya, East Africa. A mixed method design was used to study 250 selected from 600 employees of insurance firms in Eldoret. A semi-structured questionnaire and an interview guide were used to collect data. Data were analyzed using selected descriptive and inferential statistics The results of applying Spearman and Friedman tests showed that Customer Centricity and its dimensions significantly affected competitive intelligence, with Customer life as the most important, indicated by the Entropy technique. Customer experience emerged top when the Binomial test was applied. A recommendation is made that Managers in the insurance industry embrace all dimensions of Customer Centricity, especially the dimension of Customer life cycles, in order to improve their competitive intelligence. Keywords : Customer Centricity, Competitive Intelligence, Customer Life Cycle, Customer Value, Customer Experience DOI : 10.7176/EJBM/11-10-07 Publication date : April 30 th 2019
